Researcher's Publications

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Browsing Researcher's Publications by Author "Aliata, Victor Lusala"

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    Effect of Organizational Structure on the Relationship between Porter’s Generic Strategies and Performance of Financial Institutions in Turkana Central Sub-County, Kenya
    (IAR J. Business Management, 2024-03-30) Funo, James Korody; Aliata, Victor Lusala; Wanyama, Kadian Wanyonyi
    The performance of financial institutions (PFI) has been declining and very few financial institutions have experienced a marginal upward trend in their performance. This study sought to investigate the influence of Porter’s Generic Strategies on the PFI in Turkana Central Sub-County, Kenya. The study sought to evaluate the influence of organizational structure on the relationship between porters’ generic strategies and performance of financial institutions in Turkana Central Sub-County. This study was anchored on the Resource Based View Theory and Theory of Financial Intermediation. The study employed a correlational research design. The target population consisted of 27 respondents drawn from seven (7) Financial Institutions in Turkana Central Sub-County. It was construed that the influence of organizational structure on the relationship between Porter’s Generic Strategies and PFI as the moderator led to the overall (average) regression coefficient (B) to change from 0.553 from 0.447. It was recommended that organizations should improve on their organizational structure to facilitate decision making process and communication making it fair, equitable and effective. The findings of the study would go a long way in helping the financial institutions in Turkana Central Sub-County to improve their performance through sound and robust generic strategies.
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    Employee Compensation on Job Performance in the County Government of Kakamega, Kenya
    (The Strategic Journal of Business & Change Management, 2019-09-03) Puka, Stellah; Wanyonyi, Kadian Wanyama; Aliata, Victor Lusala
    Despite the fact that County Governments have been investing heavily in staff empowerment strategies since inception its effect on job performance still remains vague. Several studies have been conducted on this subject and their results were diverse. More than 25% of organizations reported no significant empowerment-oriented practices in their organizations. The main purpose of this study was to investigate the effect of employee compensation on job performance among staff in the County Government of Kakamega, Kenya. This study was anchored on the Resource Based View Theory. A correlation research design was adopted for the study and the study targeted 242 respondents, drawn from all the county departments in the County Government of Kakamega. A sample size of 171 respondents was used. The questionnaire was the main instrument for data collection. Reliability analysis results illustrated that Cronbach alpha coefficients were above 0.7. The study employed criterion validity, construct validity of the instruments, and face validity. Data analysis and interpretation were based on descriptive statistics as well as inferential statistics using SPSS version 22. The findings of the study illustrated that employee compensation and employee performance were found to be linear, positive and significant (p-value less than 0.05). It was concluded that employee compensation accounted for 62.1% variation of job performance among staff of the County Government of Kakamega. This implied that if employee compensation were enhanced in the County Governments, employee job performance will be automatically improved. It was recommended that the county governments should fairly remunerate their employees through use of various types of bonuses like annual/year-end bonus and incentive bonus to motivate employees to better performance. The output of the study would be utilized by the Department of Human Resources Management by the County Governments of Kenya in the formulation of a systematic process of applying employee compensation. It would further guide formulation of policy in the key areas of employee compensation by County Governments and other policy makers. Finally, it would also contribute to scientific knowledge base for academic purposes for researchers in the area of employee compensation.
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    Influence of Strategic Leadership on Service Delivery in the County Government of Busia, Kenya
    (Journal of International Business, Innovation and Strategic Management, 2022-05-15) Simiyu, Titus Wamalwa; Wanyonyi, Kadian Wanyama; Aliata, Victor Lusala
    In an Info track survey of August (2018), 76.7% of interviewed citizens of Busia County said that they are only surprised to see un-prioritized projects coming up. The County Government of Busia was also faulted for poor absorption of development and recurrent funds at a rate of 48.3% and 58.2% respectively. These disparities could be accredited to poor leadership in the County Government of Busia. The purpose of the study was to investigate the influence of strategic leadership on service delivery in the County Government of Busia, Kenya. The study was guided by Trait Leadership Theory and Strategic Leadership Theory. Data was analyzed using Statistical Package for Social Sciences (SPSS) Software version 24. The study was anchored on the explanatory research design. Target population consisted of 2,977 employees from the ten (10) Departments of the County Government of Busia from which a sample size of 353 respondents was arrived at. Study results were presented in the form of frequency distribution tables, graphs and pie charts that facilitate description and explanation of the study findings. From the results, strategic leadership had a significant positive influence on service delivery with p<0.01 and it significantly accounted for 57.9% variance in service delivery (R2=0.579, p<0.05). The study concluded that visionary leadership had significant influence on the service delivery in the County Government of Busia. The study recommends that employees in management positions in Busia county government to embrace visionary leadership by developing relevant sustainable development plans, setting clear performance targets and rewards as well as ensure that services meet all residents’ needs and expectations. These study findings are helpful in policy formulation in Busia County governments and industry.
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    Job Promotion and Employee Performance among the Administration Police in Bungoma County, Kenya
    (Cross Current International Journal of Economics, Management and Media Studies, 2020-02-15) Ligare, Belyndah Shitakwa; Wanyonyi, Kadian Wanyama; Aliata, Victor Lusala
    According to Kenya Police Service Annual Crime Reports (KPSACR) of 2016, the number of criminal offences is still on the increase with the 2013, 2014 and 2015 reports evidencing an offence number of 71832, 72,490 and 73,376 respectively. Based on this upward trend, it is still unclear if the trend is related to human resource practices such as job promotion as applied in the administration police which in turn have an effect on the performance of the administration police. In the service industry, especially the Kenya National Police Service, little research has been conducted on job promotion and employee performance especially in Bungoma County. The purpose of this study was to establish the influence of job promotion on the performance of administration police. The study adopted a descriptive survey design. The target population was 1,318 administration police officers in Bungoma County rom which a sample size of 384 respondents was used. Questionnaires were the main instruments used to collect primary data. Stratified random sampling, simple random sampling and systematic random sampling techniques were used. Data was analyzed using both descriptive and inferential statistics. Reliability analysis gave an average Cronbach alpha value of 0.8034 which indicated that the instruments were reliable. Results of the study showed that there was a statistically significant positive relationship between job promotion and employee performance and that job promotion accounted for 71.3% (R2 = 0.713) variations in the employee performance. It was concluded that if job promotion was well executed in the administration police, the performance of the staff would be enhanced. The following were the recommendations of the study: organizations should adhere strictly to its promotion policy, ensure promotion process is fair and that employees are promoted based on merit. The findings of this study is expected to inform administration police management policy makers, the government and other stakeholders on relevance and implications of on job promotion in the administration police aimed at improving the performance of staff.